| 1. |
An Overview of Product Lifecycle Management Implementation Challenges (4 Pages)
by Sukumar Subahan Tondaladinne, Dr. Shobhalatha Gurram, and Dr. Satyanarayana Bachala
Jul 5, 2006
Abstract : Product lifecycle management (PLM) implementation brings its own set of challenges, whether considering vendor selection, employee perception management, or actual implementation. However, based on experience and study, it is possible to describe the best practices for overcoming these challenges.
|
| 2. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Dec 28, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
|
| 3. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Feb 18, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
|
| 4. |
Implementation Acceleration Using Integration (3 Pages)
by M. Reed
Dec 15, 2000
Abstract : webMethods, Inc. has released a set of Packaged Integrations ﾗ pre-built software solutions that can be used to rapidly automate common cross-application business processes. The company claims Packaged Integrations make it possible to accelerate implementation by up to 80 percent and reduce implementation costs by up to 70%.
|
| 5. |
Komatsu Employs “Mod Squad” For Logility Implementation (3 Pages)
by Steve McVey
Apr 11, 2000
Abstract : At the Connections 2000 Logility user conference in New Orleans, users recounted implementation stories. Few were as striking as that of the Komatsu’s DRP implementation modifications, a testament to human ingenuity.
|
| 6. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Nov 23, 2006
Abstract : For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing role in the process. The project implementer must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
|
| 7. |
Warehouse Management Systems: Pie in the Sky or Floating Bakery? Part One: Myths of the Warehouse Management Systems and Implementation (3 Pages)
by Rene Jones
Sep 30, 2004
Abstract : When searching for a warehouse management system (WMS), a number of myths surface. 'Huge staff reductions', 'quick and easy implementation', and 'fast and big' returns on investment are common promises. These combined with the enticing 'bells and whistles' of a system can ultimately turn an eager customer into a patient suffering from confusion or at the very least disorientation. Knowing the stories behind the myths and determining what your warehouse needs are can lead to a profitable investment.
|
| 8. |
Case Study: Manufacturing ERP Evaluation & Implementation (1 Page)
by Case Study Spotlight
May 29, 2007
Abstract : A leading South Korean auto parts manufacturer turns to new ERP system to reduce costs, create an integrated system featuring standard processes and links to automobile manufacturers, and institute profitability checks on each product via profit analysis. The company had been considering adopting a new ERP system for quite some time. ERP held out the promise of cost reduction by significantly cutting inventory, and encouraging transparency and process innovation. Moreﾅ
|
| 9. |
ERP Case Study: Software Selection & Implementation (0 Pages)
by White Paper Spotlight
Apr 13, 2007
Abstract : Midsize automotive specialty pipe manufacturer Poppe & Potthoff knew it needed to modernize its heterogeneous, legacy business software environment across product ranges, locations, and business units, and streamline and automate its processes. When the search began for an appropriate ERP solution, integration and scalability were at the top of P&P's list of requirements...
|
CART 
